Scrum & agile
An incremental process for product development as
well as work management
A story to kick it off
Chicken and pig
A chicken and a pig were brainstorming
Chicken: Let’s start a restaurant
Pig: Good idea, what would we call it?
Chicken: mmmmmhhhh... what about Ham ‘n Eggs?
Pig: No thanks. I’d be committed, but you’d only be involved.
The real issue for a Scrum is who is committed to the project and
accountable for deliverables. The committed get to talk at the daily
Scrum meeting. They are the pigs and their butts are on the line. We
could call them contributors, if we don’t like the pig terminology.
People who are not committed to the project and are not accaountable
for deliverables at the meeting do not get to talk. They are excess
overhead for the meeting. They might be called evesdroppers (lurkers)
if we don’t like the chicken terminology. Whatever they are called it has
to have a negative connotation because they tend to sap productivity.
A Scrum is a team pack in Rugby, everybody in the pack acts together
with everyone else to move the ball down the field
• What (is Scrum)
• How (it works)
• Why (it does work)
Scrum is all about building high performing teams able to fulfill their
commitment to a set of deliverables.
Scrum is an incremental process for developing a product or managing
a work. It produces “potentially” shippable sets of functionalities at
the end of every iteration and can be better described by its attributes.
✓ an agile process to monitor and control development work
✓ a wrapper for existing engineering practices
✓ a team based approach to iteratively, incrementally develop
systems and products when requirements are rapidly
✓ a process that controls the chaos of conflicting interests and
✓ a way to improve communications and maximize co-operation
✓ a way to detect and cause the removal of anything that gets in
the way of developing and delivering
✓ a way to maximize productivity
✓ scalable from single project to entire organizations.
✓ a way for everyone to feel good about their job, contributions
and that they have done the very best they possibly could
Scrum is a process skeleton that includes a set of practices and predefined roles.
The main roles in scrum are:
✓ The Scrum Master: is responsible to deliver the expected deliverables.
Know how to get things done.
✓ The Product Owner: represent stakeholders in meetings. Know what has to
get done. Can prioritize.
✓ The Team: includes (but is not limited to) developers. They commit to
✓ The Stakeholders: are the sponsor of the project. They might not know
what has to be done, they know (most of the times) what they need.
It is based on well defined (both in time and scope as well as actors invited) set of
recurring meetings which defines the “rhythm”.
Product backlog definition and updates: the project team defines the product
backlog, a list of features with (possibly) user stories and business priorities.
Sprint definition: the development team listens to the product owner and commit to
deliver a set of features agreed in a unit of time (typically 2-4 weeks)
Daily scrums: a short meeting where developers answer to the next three questions:
What have you done yesterday?
What are you going to do today?
Do you have any impediment? If yes, list them
Sprint review: where the deliverables are commented with the product owner.
Sprint retrospective: the development team packs up in order to understand the
“lesson learnt” of the previous sprint and organizes for the next
... and how does all of
that stay together?
Scrum provides direct visibility into the progress of a project:
✓ Management can attend and observe the daily Scrum meetings
➡ During these meetings they can observe team spirit, each
member’s participation, team member interaction, what is
being completed and impediments to the progress.
✓ Management can attend and participate in Post Sprint meetings
and Sprint planning meetings, where -based on progress to
date and team capabilities (and capacity) the work is planned
✓ Scrum provides daily status on team progress, and iterative
reviews of product progress.
Everything is visible:
✓ what’s to be worked on.
✓ how work is progressing.
✓ what has been built.
Management is concerned about:
✓ Sprint progress - how is the team doing toward meeting their Sprint
✓ Release progress - will the release be on time with the quality and
✓ Product progress - how is the product filling out compared to what's
Where are the answers?
✓ All those answers are in the Product and Sprint Backlogs
Scrum helps actors in the process to commit to a reasonable,
reachable, meaningful deadline
Scrum project members to have a strong drive and responsibility for
the features they commit to deliver.
Scrum broadcast immediate signals of the status of a project.
Management, being actively involved in the process, could read those
signals and act proactively before it’s too late.
And that’s enough ﬂuff
Let’s get started with
some role playing
✓ It’s a quick, time-boxed, (usually) standing meeting
✓ Only “pigs” can talk
✓ There are three questions to be answered:
‣ What have you done yesterday
‣ What are you about to do today
‣ Have you any obstacle preventing you to fulfill your deliverables?
✓ Each spin-off conversation must be developed off the meeting
✓ Answers to the above mentioned questions should be as concise as
✓ It is not allowed to interrupt other’s participants.
✓ Product Owner might attend but cannot speak other than answer
direct questions or to briefly talk to the team about project
Scrum macro process
Success story Portfolio Management
Living on the edge